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The buffering effect of perceived organizational support on the relationship between work engagement and behavioral outcomes

The buffering effect of perceived organizational support on the relationship between work engagement and behavioral outcomes

Shantz, Amanda, Alfes, Kerstin and Latham, Gary P. (2016) The buffering effect of perceived organizational support on the relationship between work engagement and behavioral outcomes. Human Resource Management, 55 (1). pp. 25-38. ISSN 0090-4848 (Print), 1099-050X (Online) (doi:https://doi.org/10.1002/hrm.21653)

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Abstract

The present study examined the commonly held assumption that a low level of work engagement leads to higher turnover intentions and employee deviant behavior. Employee survey results (n=175) from a manufacturing organization in the United Kingdom showed that employee work engagement correlates negatively with lagged measures of turnover intentions and deviant work behavior directed towards the organization. The results suggest that perceived organizational support moderates the relationship between work engagement and turnover intentions and deviant behaviors directed towards the organization, such that perceived organizational support compensates for relatively low levels of work engagement.

Item Type: Article
Additional Information: This is the peer reviewed version of fully cited above article and may be used for non-commercial purposes in accordance with Wiley Terms and Conditions for Self-Archiving. FIRST published: 16 December 2014.
Uncontrolled Keywords: Work engagement, Perceived organizational support, Turnover intentions, Deviant behavior
Faculty / Department / Research Group: Faculty of Business
Faculty of Business > Department of Human Resources & Organisational Behaviour
Last Modified: 29 May 2019 09:16
Selected for GREAT 2016: None
Selected for GREAT 2017: GREAT c
Selected for GREAT 2018: None
Selected for GREAT 2019: GREAT 6
URI: http://gala.gre.ac.uk/id/eprint/14278

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